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Basics of Kaizen
What is this about?
This Basics of Kaizen training course has been designed to provide a strong foundation in lean manufacturing and continuous improvement. The training includes a mix of theory, practical learning activities. Kaizen generates small improvements as a result of coordinated continuous efforts by all employees. Kaizen events bring together a group of process owners and managers to map out an existing process and identify improvements that are within the scope of the participants. These are some of the fundamentals that learners will be taught.
Why should you enroll?
Kaizen is a Japanese philosophy that focuses on continual improvement throughout all aspects of life. When applied to the workplace, Kaizen activities can improve every function of a business, from manufacturing to marketing and from the CEO to the assembly-line workers. Kaizen aims to eliminate waste in all systems of an organization through improving standardized activities and processes. By understanding the basics of Kaizen, practitioners can integrate this method into their overall Six Sigma efforts.
What are the topics covered?
The program covers the following main areas:
- Kaizen, What it is and What are its Benefits
- The Kaizen Model and Best Practices
- Kaizen Tools
- How to Start and Implement Kaizen the Easy Way
- Sustaining the Kaizen Program
What is the duration?
This is a 2 - day course
Who should attend?
Basics of Kaizen training is suitable for:
- Supervisors and team leaders from different industries, especially from the SME'S
- Everyone from managers to rank and file employees would benefit from attending this seminar.
- Office personnel and Operators - to understand the importance of following Kaizen as an every-day occurrence
- Leadership- to learn how to evaluate people's Kaizen forms (improvement proposals)
- Engineers and lean leaders - to understand how to introduce, support, and teach Kaizen
- Organizations at any stage in a lean transformation that are struggling with:
- Failure to sustain the results from past suggestions or Kaizen events
- Problems in getting collaborators to propose improvements for their work areas
- Poor ownership and accountability from employees, for changing the status quo